SERIES: Part Two of a Four-Part Article

The ability to transition caustic communication exchanges into fluid, non-threatening conversations may seem like an art form to many, but actually it is more of a science. And with science, there are truths, steps and processes that can be learned, followed and replicated for lasting success as a leader today.

Many times what one perceives as caustic are not really the words, but rather how those words are shaped and sent. Whether in your visual exchanges, verbal communications or kinesthetic, hands-on interactions, you can diffuse potentially or blatantly caustic exchanges into healthy, casual conversation by doing the following:

Challenge Words – You will want to eliminate or significantly reduce the volume of challenge words you use. These are any words that imply you are pointing at the other party and thereby challenging them…this only causes the other party to become defensive. Some examples: however; but; and; you; think; opinion.

Ownership Words – You can diffuse caustic behaviors and even avoid the appearance of being combative by using words that imply you are pointing at yourself. It is more difficult to get into trouble if you are pointing at or hitting yourself as opposed to pointing at, singling out or hitting another person with your communication exchanges. Some examples: we; us; team; feel.

Decode the Communication Signal – Studies indicate that communication exchanges with another person consist of three distinct pieces. It is within these pieces that one can determine where the caustic force is. Once isolated, one can direct the conversation toward success and away from stress. Your brain will interpret the most information from the non-verbal components (the “WHY Factor”) and the least from the actual words or message (the “WHAT Factor”). The middle percentage of information you will receive will come from the para-language (the “HOW Factors”).

The para-language aspect (one’s tone, pitch, pace, volume, accent, etc.) shapes how a message is perceived. In most communication exchanges, caustic interpretations come more from “HOW” a message is crafted and sent than what is actually said.

Reframe – When a message irritates you and evolves toward caustic communication, evaluate the “WHAT,” “WHY” and “HOW” components of the communication you have just read or heard. Don’t overreact merely to the para-language aspect of the communication exchange.

Never Respond Immediately – When you find yourself engaged in caustic communication exchanges, refrain from responding immediately. Instead, determine the best way to craft your response to the other person. This pregnant pause may cause the other party to realize how out of control they are, and this may stimulate either an apology or a calming effect from the other party.

Eliminate Caustic E-mail Language – In addition to avoiding “Challenge Words” in an e-mail, eliminate caustic communication blunders as well. These include bold face type, all capitals, italicized type, underlining, highlighting in red ink, etc. These variables are para-language in a written format and can be perceived as caustic communication.

Visualize A Mental Teeter-Totter – While engaging a person in a situation containing caustic communication, visualize their forehead with a teeter-totter on it. As you look at them, observe a plank atop the teeter-totter. On one side is a plus sign, which represents everything you know about them that would direct their attention in a favorable manner; on the other side of the beam, visualize a negative sign. Obviously, if they are communicating in a caustic manner, you can visualize which way their beam is leaning and avoid doing anything that would further weigh them, and thus the conversation, in a negative manner.

You will want to diffuse them by working first to neutralize that beam and continuing your communication intervention in a constructive, non-caustic direction. This will, in many instances, serve to recondition the other party, and they will begin to model your communication behavior.

This tactical approach can serve you well, change how others perceive you and change how others interact with one another. As a tactical leader, these are the varying engagement styles you will want to emulate for greater personal and professional effectiveness on a daily basis.

SERIES: Part Four of a Five-Part Article

Why must you communicate?

As a leader, determining the purpose of your communication objective will lead you toward one of two options. When you must actually connect live with the other party, you need to have a “dialogue.” When you must merely “exchange” data and information with the other party, the need for a live interaction may not be necessary. Either way, you have just identified both a second option and a time- saving opportunity at the same time.

While you need to remain in constant communication with your team, it is not necessary that you be actively in touch with everyone. In fact, today’s effective leader must tactically utilize the advances in technology as a surrogate to “exchanging” information at every opportunity!

By tactically and effectively drawing upon technology as your surrogate, you can guard against micro-managing people and over communicating, yet ensure effective communication takes place across lines. In addition, you provide yourself with the freedom of flexibility to be the leader that is required for your organization to succeed!

Here are some tactical performance communication tips for the technology at your fingertips:

eAuto responder – Within the realm of electronic email, you have the ability to enable or disable the auto response messenger service of your email. When someone sends you an email, you have the option of an automatic response being bounced backed immediately. To maintain the forward momentum of you, your team and the outside world, consider an informational update by enabling this feature.

You could state, for example if you are on site on a given day, “Your message has been received at JMI, I will respond ASAP. If you need immediate assistance please call Toll free 1-877-90-MAGEE and ask for Amie or Koby. You also can get immediate assistance by e-mailing Koby@JeffreyMagee.com” Or, if you are off site, be specific, “Your message has been received at JMI, I am off site at an educational program enhancing my skill abilities to better serve my customers and will respond ASAP. If you need immediate assistance please call Toll free 1-877-90-MAGEE and ask for Amie or Koby or by e-mailing Koby@JeffreyMagee.com”

E-mail – Consider converting from long, drawn out sentence/paragraph form e-mails to a numbered or bulleted e-mail draft. This format tends to encourage brevity and makes it easier to track informational items in conversation with others.

For an even faster e-mail response, merely draft in your response in a different colored font adjacent to their questions. Then all you have to do is hit send!

eAuto Signature Line – Ensure that all informational items you would want at the end of an e-mail draft are attributed to your eAuto Signature line (and set up). This will save time on all future email correspondence, as it will automatically appear. To further encourage effective communication, you should have in your include: Name, Title or position, E-mail address, Phone number, Fax number, website and any seasonal, informational or time sensitive item you want to ensure your recipients know (use this as advertising, marketing or update opportunity space, but be brief!).

Personal Voicemail Extensions – By knowing the voicemail extension/box of those people with whom you have to communicate or get something from, you can now choose to telephone them and engage in a live dialogue or avoid the conversation chit-chat trap by going directly into their voicemail box and leaving a message. Of course, you can also follow up with an e-mail directing them to the voicemail message you have left or leave a message with their gatekeeper to have them check their voicemail.

Recorded Outbound Telephone Voicemail Message – By evaluating the recorded messages you receive, you can determine if your own message is action- oriented. For example, if you have to repeatedly replay a message to distinguish a phone number or name, you need to rerecord your greeting. If you are returning calls to people because you are not sure what they want, rerecord your greeting. A leader has precious discretionary time today, and every minute must be a wise invested minute.

Try: “Thank you for calling. This is Mr. X. Please leave your name – and if we do not know one another, please spell it for me – along with your phone number, repeated twice. Please leave a very specific message as to what you need and how I may be of service to you, and I will return your call by the end of the day.”

This may seem awkward, but it does not matter! The caller will tend to do exactly what they are prompted to do, and this information allows you to expedite your actions and maintain peak performance for both of you!

Pagers – By knowing the pager numbers of those people with whom you have to communicate to, you can now choose to page them when necessary to maintain states of efficiency!

Fax – There still seems to be an air of urgency to a fax transmittal. Knowing the fax numbers of organizations and, even more importantly, the systems on your intended recipients’ desks, you can avoid live dialogue and send communications via fax. And to draw even faster attention, legibly write your message and fax that!

Faxback Responses – You can even expedite follow-up responses to other parties by taking a document that requests information from you, circling the question and drawing a line to the margin. In that margin, write your answer and immediately fax back their letter/document with your handwritten answer/response. Labor is minimal, and productivity soars!

CD/DVD/Tape/Etc. – Alternative communication delivery vehicles also can be used if you know the recipient’s preference. A fast form of communication exchange can be accomplished with these mediums.

Any Other Instrument – Reflect upon your skill level and industry for any other examples, instruments, products or services that you can deploy to effectively increase your communication ability, while reducing the degree of work and time consumed by the process. Once you’ve found it, deploy it aggressively!

As a leader, determining the purpose of your communication objective will lead you toward ways of becoming more effective within “dialogues” or in the mere act of “exchanging” information with others.

How you do what you do is the art and science of tactical communication. An effective leader recognizes that, whether you communicate or not, you have communicated loudly to your team.

SERIES: Part Three of a Five-Part Article

Turning arguments and debates into solutions and alternatives is a hallmark of both effective communicators and successful leaders. As communication goes hi-tech and low-touch, it becomes easy for disconnection to arise in communication. These disconnections only serve to impede productivity and profitability to businesses.

A leader must be constantly cognizant of the individual tactics deployed to stimulate open dialogue. While in pursuit of solution-oriented dialogue and an environment conducive to free spirited communication exchanges, how one engages or responds to another directly influences whether that communication exchange will be solution oriented or corrosive.

How you arrange a conversation has a direct influence upon the mindset of the participants, which will determine how healthy the outcomes will be. In her classic work, The Argument Culture, author Deborah Tannen illustrates how one sentence sets up defense posture and another creates inclusion. Consider: “Battle of the sexes” (argumentative) versus “Relations between men and women” (dialogue). Or, “Debate” (argumentative) versus, “Discuss” (dialogue). In striving for solution-oriented communication exchanges, be careful not to derail otherwise positive intentions.

Here are ten powerful ways to tactically stimulate solution-oriented communication among individuals in your work place:

Establish Ground Rules – Identify how the other party likes to communicate (visual, auditory, kinesthetic) and share with them how you communicate best. By establishing these most basic ground rules, you open yourself to gain greater participation from others!

Covenant-Based – This implies that, as the sender of a signal, you “also” recognize what else you can do to make the communication exchange non- threatening and solution-oriented. So, in looking at the “What else can I do?” (covenant implies other responsibilities) factor, make sure to listen and take notes to objectively consider the other parties’ positions, ideas and views.

You First – Become known as the person who always seeks others’ ideas before offering yours. This may allow for a synergy of action plans and a more cost effective final result!

Demand Alternatives – Whenever someone voices a rejection to an idea or action plan, instead of defending, digging in and challenging the other party, simply back up, gently look at the attempted challenger and say, “What do you feel would be a more viable option?” If they don’t respond with a tangible answer, repeat the question again. What you are implying is, “Put up or shut up!”

One Percent Factor – Regardless of a solution (whether yours or someone else’s), always ask, “What can we do one percent more to make this even more productive or profitable?” This causes people to strive even harder and implies that pushing for something better is always acceptable and expected!

Learn to Forecast – Recognize that when circumstances dictate that you realize an impending problem, and adjustments are not made, this is a great opportunity to invest internally with your colleagues. Ask, task, delegate or assign to everyone to collectively workshop your forecasted challenge for alternatives, solutions or coping strategies so the forecasted issue does not implode the productivity of individuals in the future.

Shop Your Ideas Electronically – Before implementing any solution-action plan, always bounce your challenge and perceived solution off of at least three other people. Someone you know, who previously has been where you are, someone two positions removed from you, who can provide an emotionally biased view and the person most likely to be affected by your action!

Identify Internal Subject Matter Experts – Intrapreneurs – Cultivate from your colleagues, employees and customers (that would be entrepreneurs) those individuals who possess a wealth of knowledge (based upon their education, experience or certifications) and could be the official or unofficial “go to” people to solicit feedback for your solutions and quick-start ideas for your challenges.

Solution Board – When time allows for solution (idea) generation, post that on a community bulletin board with all of your team (including yourself) listed vertically below the entry. Then, post a deadline and publicly invite everyone to write their ideas and allow for ideas to feed off one another. If someone posts an unprofessional energy, let it stand. Later, when you pull the idea list down for discussion in a meeting, engage that person by using technique number four in this list.

Horizontal Action Information Grams – Encourage cross communication among individuals, not from a bragging perspective, but from a “lessons learned” celebration perspective. When someone has faced a difficult situation, generated a viable solution and experienced victory, encourage them to share that three-step evolution with everyone. If someone else finds him or herself in a similar position in the future, they will be prepared with solutions!

As a leader, if you really want to empower your team and create an environment of mega solutions, design a system that both recognizes and rewards implemented solutions. Imagine giving ten percent of any solution that yields a savings or increase in profitability to an organization. Wow! Pure solution energy. The downfall, unfortunately, is that most leaders take a minimalist attitude towards this view; they don’t want to share ten percent of something they don’t have at the expense of never cultivating the solutions from their most prized assets (their people) that would otherwise yield them a 90 percent gain!

An effective leader continually focuses on individual performance improvement in a highly effective organization. A leader always appreciates, respects and focuses upon the tactics which turn arguments and debates into solutions and alternatives for positive outcomes in every communication exchange.

SERIES: Part Four of a Five-Part Article

Why must you communicate?

As a leader, determining the purpose of your communication objective will lead you toward one of two options. When you must actually connect live with the other party, you need to have a “dialogue.” When you must merely “exchange” data and information with the other party, the need for a live interaction may not be necessary. Either way, you have just identified both a second option and a time- saving opportunity at the same time.

While you need to remain in constant communication with your team, it is not necessary that you be actively in touch with everyone. In fact, today’s effective leader must tactically utilize the advances in technology as a surrogate to “exchanging” information at every opportunity!

By tactically and effectively drawing upon technology as your surrogate, you can guard against micro-managing people and over communicating, yet ensure effective communication takes place across lines. In addition, you provide yourself with the freedom of flexibility to be the leader that is required for your organization to succeed!

Here are some tactical performance communication tips for the technology at your fingertips:

eAuto responder – Within the realm of electronic email, you have the ability to enable or disable the auto response messenger service of your email. When someone sends you an email, you have the option of an automatic response being bounced backed immediately. To maintain the forward momentum of you, your team and the outside world, consider an informational update by enabling this feature.

You could state, for example if you are on site on a given day, “Your message has been received at JMI, I will respond ASAP. If you need immediate assistance please call Toll free 1-877-90-MAGEE and ask for Amie or Koby. You also can get immediate assistance by e-mailing Koby@JeffreyMagee.com” Or, if you are off site, be specific, “Your message has been received at JMI, I am off site at an educational program enhancing my skill abilities to better serve my customers and will respond ASAP. If you need immediate assistance please call Toll free 1-877-90-MAGEE and ask for Amie or Koby or by e-mailing Koby@JeffreyMagee.com”

E-mail – Consider converting from long, drawn out sentence/paragraph form e-mails to a numbered or bulleted e-mail draft. This format tends to encourage brevity and makes it easier to track informational items in conversation with others.

For an even faster e-mail response, merely draft in your response in a different colored font adjacent to their questions. Then all you have to do is hit send!

eAuto Signature Line – Ensure that all informational items you would want at the end of an e-mail draft are attributed to your eAuto Signature line (and set up). This will save time on all future email correspondence, as it will automatically appear. To further encourage effective communication, you should have in your include: Name, Title or position, E-mail address, Phone number, Fax number, website and any seasonal, informational or time sensitive item you want to ensure your recipients know (use this as advertising, marketing or update opportunity space, but be brief!).

Personal Voicemail Extensions – By knowing the voicemail extension/box of those people with whom you have to communicate or get something from, you can now choose to telephone them and engage in a live dialogue or avoid the conversation chit-chat trap by going directly into their voicemail box and leaving a message. Of course, you can also follow up with an e-mail directing them to the voicemail message you have left or leave a message with their gatekeeper to have them check their voicemail.

Recorded Outbound Telephone Voicemail Message – By evaluating the recorded messages you receive, you can determine if your own message is action- oriented. For example, if you have to repeatedly replay a message to distinguish a phone number or name, you need to rerecord your greeting. If you are returning calls to people because you are not sure what they want, rerecord your greeting. A leader has precious discretionary time today, and every minute must be a wise invested minute.

Try: “Thank you for calling. This is Mr. X. Please leave your name – and if we do not know one another, please spell it for me – along with your phone number, repeated twice. Please leave a very specific message as to what you need and how I may be of service to you, and I will return your call by the end of the day.”

This may seem awkward, but it does not matter! The caller will tend to do exactly what they are prompted to do, and this information allows you to expedite your actions and maintain peak performance for both of you!

Pagers – By knowing the pager numbers of those people with whom you have to communicate to, you can now choose to page them when necessary to maintain states of efficiency!

Fax – There still seems to be an air of urgency to a fax transmittal. Knowing the fax numbers of organizations and, even more importantly, the systems on your intended recipients’ desks, you can avoid live dialogue and send communications via fax. And to draw even faster attention, legibly write your message and fax that!

Faxback Responses – You can even expedite follow-up responses to other parties by taking a document that requests information from you, circling the question and drawing a line to the margin. In that margin, write your answer and immediately fax back their letter/document with your handwritten answer/response. Labor is minimal, and productivity soars!

CD/DVD/Tape/Etc. – Alternative communication delivery vehicles also can be used if you know the recipient’s preference. A fast form of communication exchange can be accomplished with these mediums.

Any Other Instrument – Reflect upon your skill level and industry for any other examples, instruments, products or services that you can deploy to effectively increase your communication ability, while reducing the degree of work and time consumed by the process. Once you’ve found it, deploy it aggressively!

As a leader, determining the purpose of your communication objective will lead you toward ways of becoming more effective within “dialogues” or in the mere act of “exchanging” information with others.

How you do what you do is the art and science of tactical communication. An effective leader recognizes that, whether you communicate or not, you have communicated loudly to your team.

The ability to transition caustic communication exchanges into fluid, non-threatening conversations may seem like an art form to many, but actually it is more of a science. And with science, there are truths, steps and processes that can be learned, followed and replicated for lasting success as a leader today.

Many times what one perceives as caustic are not really the words, but rather how those words are shaped and sent. Whether in your visual exchanges, verbal communications or kinesthetic, hands-on interactions, you can diffuse potentially or blatantly caustic exchanges into healthy, casual conversation by doing the following:

Challenge Words – You will want to eliminate or significantly reduce the volume of challenge words you use. These are any words that imply you are pointing at the other party and thereby challenging them…this only causes the other party to become defensive. Some examples: however; but; and; you; think; opinion.

Ownership Words – You can diffuse caustic behaviors and even avoid the appearance of being combative by using words that imply you are pointing at yourself. It is more difficult to get into trouble if you are pointing at or hitting yourself as opposed to pointing at, singling out or hitting another person with your communication exchanges. Some examples: we; us; team; feel.

Decode the Communication Signal – Studies indicate that communication exchanges with another person consist of three distinct pieces. It is within these pieces that one can determine where the caustic force is. Once isolated, one can direct the conversation toward success and away from stress. Your brain will interpret the most information from the non-verbal components (the “WHY Factor”) and the least from the actual words or message (the “WHAT Factor”). The middle percentage of information you will receive will come from the para-language (the “HOW Factors”).

The para-language aspect (one’s tone, pitch, pace, volume, accent, etc.) shapes how a message is perceived. In most communication exchanges, caustic interpretations come more from “HOW” a message is crafted and sent than what is actually said.

Reframe – When a message irritates you and evolves toward caustic communication, evaluate the “WHAT,” “WHY” and “HOW” components of the communication you have just read or heard. Don’t overreact merely to the para-language aspect of the communication exchange.

Never Respond Immediately – When you find yourself engaged in caustic communication exchanges, refrain from responding immediately. Instead, determine the best way to craft your response to the other person. This pregnant pause may cause the other party to realize how out of control they are, and this may stimulate either an apology or a calming effect from the other party.

Eliminate Caustic E-mail Language – In addition to avoiding “Challenge Words” in an e-mail, eliminate caustic communication blunders as well. These include bold face type, all capitals, italicized type, underlining, highlighting in red ink, etc. These variables are para-language in a written format and can be perceived as caustic communication.

Visualize A Mental Teeter-Totter – While engaging a person in a situation containing caustic communication, visualize their forehead with a teeter-totter on it. As you look at them, observe a plank atop the teeter-totter. On one side is a plus sign, which represents everything you know about them that would direct their attention in a favorable manner; on the other side of the beam, visualize a negative sign. Obviously, if they are communicating in a caustic manner, you can visualize which way their beam is leaning and avoid doing anything that would further weigh them, and thus the conversation, in a negative manner.

You will want to diffuse them by working first to neutralize that beam and continuing your communication intervention in a constructive, non-caustic direction. This will, in many instances, serve to recondition the other party, and they will begin to model your communication behavior.

This tactical approach can serve you well, change how others perceive you and change how others interact with one another. As a tactical leader, these are the varying engagement styles you will want to emulate for greater personal and professional effectiveness on a daily basis.

As a leader, determining the purpose of your communication objective will lead you toward one of two options. When you must actually connect live with the other party, you need to have a “dialogue.” When you must merely “exchange” data and information with the other party, the need for a live interaction may not be necessary. Either way, you have just identified both a second option and a time- saving opportunity at the same time.

While you need to remain in constant communication with your team, it is not necessary that you be actively in touch with everyone. In fact, today’s effective leader must tactically utilize the advances in technology as a surrogate to “exchanging” information at every opportunity!

By tactically and effectively drawing upon technology as your surrogate, you can guard against micro-managing people and over communicating, yet ensure effective communication takes place across lines. In addition, you provide yourself with the freedom of flexibility to be the leader that is required for your organization to succeed!

Here are some tactical performance communication tips for the technology at your fingertips:

eAuto responder – Within the realm of electronic email, you have the ability to enable or disable the auto response messenger service of your email. When someone sends you an email, you have the option of an automatic response being bounced backed immediately. To maintain the forward momentum of you, your team and the outside world, consider an informational update by enabling this feature.

You could state, for example if you are on site on a given day, “Your message has been received at JMI, I will respond ASAP. If you need immediate assistance please call Toll free 1-877-90-MAGEE and ask for Amie or Koby. You also can get immediate assistance by e-mailing Koby@JeffreyMagee.com” Or, if you are off site, be specific, “Your message has been received at JMI, I am off site at an educational program enhancing my skill abilities to better serve my customers and will respond ASAP. If you need immediate assistance please call Toll free 1-877-90-MAGEE and ask for Amie or Koby or by e-mailing Koby@JeffreyMagee.com”

E-mail – Consider converting from long, drawn out sentence/paragraph form e-mails to a numbered or bulleted e-mail draft. This format tends to encourage brevity and makes it easier to track informational items in conversation with others.

For an even faster e-mail response, merely draft in your response in a different colored font adjacent to their questions. Then all you have to do is hit send!

eAuto Signature Line – Ensure that all informational items you would want at the end of an e-mail draft are attributed to your eAuto Signature line (and set up). This will save time on all future email correspondence, as it will automatically appear. To further encourage effective communication, you should have in your include: Name, Title or position, E-mail address, Phone number, Fax number, website and any seasonal, informational or time sensitive item you want to ensure your recipients know (use this as advertising, marketing or update opportunity space, but be brief!).

Personal Voicemail Extensions – By knowing the voicemail extension/box of those people with whom you have to communicate or get something from, you can now choose to telephone them and engage in a live dialogue or avoid the conversation chit-chat trap by going directly into their voicemail box and leaving a message. Of course, you can also follow up with an e-mail directing them to the voicemail message you have left or leave a message with their gatekeeper to have them check their voicemail.

Recorded Outbound Telephone Voicemail Message – By evaluating the recorded messages you receive, you can determine if your own message is action- oriented. For example, if you have to repeatedly replay a message to distinguish a phone number or name, you need to rerecord your greeting. If you are returning calls to people because you are not sure what they want, rerecord your greeting. A leader has precious discretionary time today, and every minute must be a wise invested minute.

Try: “Thank you for calling. This is Mr. X. Please leave your name – and if we do not know one another, please spell it for me – along with your phone number, repeated twice. Please leave a very specific message as to what you need and how I may be of service to you, and I will return your call by the end of the day.”

This may seem awkward, but it does not matter! The caller will tend to do exactly what they are prompted to do, and this information allows you to expedite your actions and maintain peak performance for both of you!

Pagers – By knowing the pager numbers of those people with whom you have to communicate to, you can now choose to page them when necessary to maintain states of efficiency!

Fax – There still seems to be an air of urgency to a fax transmittal. Knowing the fax numbers of organizations and, even more importantly, the systems on your intended recipients’ desks, you can avoid live dialogue and send communications via fax. And to draw even faster attention, legibly write your message and fax that!

Faxback Responses – You can even expedite follow-up responses to other parties by taking a document that requests information from you, circling the question and drawing a line to the margin. In that margin, write your answer and immediately fax back their letter/document with your handwritten answer/response. Labor is minimal, and productivity soars!

CD/DVD/Tape/Etc. – Alternative communication delivery vehicles also can be used if you know the recipient’s preference. A fast form of communication exchange can be accomplished with these mediums.

Any Other Instrument – Reflect upon your skill level and industry for any other examples, instruments, products or services that you can deploy to effectively increase your communication ability, while reducing the degree of work and time consumed by the process. Once you’ve found it, deploy it aggressively!

As a leader, determining the purpose of your communication objective will lead you toward ways of becoming more effective within “dialogues” or in the mere act of “exchanging” information with others.

How you do what you do is the art and science of tactical communication. An effective leader recognizes that, whether you communicate or not, you have communicated loudly to your team.

Turning arguments and debates into solutions and alternatives is a hallmark of both effective communicators and successful leaders. As communication goes hi-tech and low-touch, it becomes easy for disconnection to arise in communication. These disconnections only serve to impede productivity and profitability to businesses.

A leader must be constantly cognizant of the individual tactics deployed to stimulate open dialogue. While in pursuit of solution-oriented dialogue and an environment conducive to free spirited communication exchanges, how one engages or responds to another directly influences whether that communication exchange will be solution oriented or corrosive.

How you arrange a conversation has a direct influence upon the mindset of the participants, which will determine how healthy the outcomes will be. In her classic work, The Argument Culture, author Deborah Tannen illustrates how one sentence sets up defense posture and another creates inclusion. Consider: “Battle of the sexes” (argumentative) versus “Relations between men and women” (dialogue). Or, “Debate” (argumentative) versus, “Discuss” (dialogue). In striving for solution-oriented communication exchanges, be careful not to derail otherwise positive intentions.

Here are ten powerful ways to tactically stimulate solution-oriented communication among individuals in your work place:

Establish Ground Rules – Identify how the other party likes to communicate (visual, auditory, kinesthetic) and share with them how you communicate best. By establishing these most basic ground rules, you open yourself to gain greater participation from others!

Covenant-Based – This implies that, as the sender of a signal, you “also” recognize what else you can do to make the communication exchange non- threatening and solution-oriented. So, in looking at the “What else can I do?” (covenant implies other responsibilities) factor, make sure to listen and take notes to objectively consider the other parties’ positions, ideas and views.

You First – Become known as the person who always seeks others’ ideas before offering yours. This may allow for a synergy of action plans and a more cost effective final result!

Demand Alternatives – Whenever someone voices a rejection to an idea or action plan, instead of defending, digging in and challenging the other party, simply back up, gently look at the attempted challenger and say, “What do you feel would be a more viable option?” If they don’t respond with a tangible answer, repeat the question again. What you are implying is, “Put up or shut up!”

One Percent Factor – Regardless of a solution (whether yours or someone else’s), always ask, “What can we do one percent more to make this even more productive or profitable?” This causes people to strive even harder and implies that pushing for something better is always acceptable and expected!

Learn to Forecast – Recognize that when circumstances dictate that you realize an impending problem, and adjustments are not made, this is a great opportunity to invest internally with your colleagues. Ask, task, delegate or assign to everyone to collectively workshop your forecasted challenge for alternatives, solutions or coping strategies so the forecasted issue does not implode the productivity of individuals in the future.

Shop Your Ideas Electronically – Before implementing any solution-action plan, always bounce your challenge and perceived solution off of at least three other people. Someone you know, who previously has been where you are, someone two positions removed from you, who can provide an emotionally biased view and the person most likely to be affected by your action!

Identify Internal Subject Matter Experts – Intrapreneurs – Cultivate from your colleagues, employees and customers (that would be entrepreneurs) those individuals who possess a wealth of knowledge (based upon their education, experience or certifications) and could be the official or unofficial “go to” people to solicit feedback for your solutions and quick-start ideas for your challenges.

Solution Board – When time allows for solution (idea) generation, post that on a community bulletin board with all of your team (including yourself) listed vertically below the entry. Then, post a deadline and publicly invite everyone to write their ideas and allow for ideas to feed off one another. If someone posts an unprofessional energy, let it stand. Later, when you pull the idea list down for discussion in a meeting, engage that person by using technique number four in this list.

Horizontal Action Information Grams – Encourage cross communication among individuals, not from a bragging perspective, but from a “lessons learned” celebration perspective. When someone has faced a difficult situation, generated a viable solution and experienced victory, encourage them to share that three-step evolution with everyone. If someone else finds him or herself in a similar position in the future, they will be prepared with solutions!

As a leader, if you really want to empower your team and create an environment of mega solutions, design a system that both recognizes and rewards implemented solutions. Imagine giving ten percent of any solution that yields a savings or increase in profitability to an organization. Wow! Pure solution energy. The downfall, unfortunately, is that most leaders take a minimalist attitude towards this view; they don’t want to share ten percent of something they don’t have at the expense of never cultivating the solutions from their most prized assets (their people) that would otherwise yield them a 90 percent gain!

An effective leader continually focuses on individual performance improvement in a highly effective organization. A leader always appreciates, respects and focuses upon the tactics which turn arguments and debates into solutions and alternatives for positive outcomes in every communication exchange.